Apresentação do PowerPoint

7. Conseguro: Distribuição de Seguros
Murilo Setti Riedel
O que a seguradora oferece ao mercado corporativo.
- As seguradoras brasileiras oferecem hoje ampla opção de produtos e
coberturas para riscos comerciais em todos os ramos.
- O Mercado se segmentou em riscos e operações e atualmente há a
disponibilidade de alocação de riscos em diferentes players, conforme
necessidade específica.
- Uma das principais variáveis para a alocação de um risco é a área de
especialidade da seguradora.
- O Mercado segurador brasileiro possui alto índice de digitalização e automação
de processos, oferecendo boa instrumentalização de emissão e gestão .
- Houve importante desenvolvimento no atendimento ao segurado e corretor em
operações comerciais e na gestão de sinistros.
-
O que a seguradora oferece ao mercado corporativo.
- A adiministração das opções de distribuição de todos os tipos de Seguros
tornou-se atividade core das seguradoras. A seguradora se envolve nos
processos de distribuição, garantindo a precisão da execução e o atendimento
de normas legais e de compliance.
- O ambiente competitivo e regulatório trouxe alterações importantes nas
estruturas técnicas e comerciais, trazendo alto nível de especialização e
preparo aos gestores. Impacto em produtos, atendimento commercial e
serviços.
- Os novos processos permitem à seguradora oferecer serviços de alta
performance e condições de gestão de risco visando beneficiar riscos de perfil
preferencial.
O que a seguradora oferece ao mercado corporativo.
- Exemplos:
-
modelagem financeira
Modelagem e gerenciamento de risco e probabilidade de compra
Ferramental on line de cotacao, emissao e faturamento
Telematica
Worksites
App’s para inspecao e comunicacoes de sinistros
Portal para gerenciamento e movimentacoes de apolices
Estruturas de underwriting e comercial dedicadas
Apoio para gestionar canais.
…………………………………………………………………………………………………..
- Equacao a ser resolvida para o aumento de ofertas ao mercado corporativo:
desequilibrio de precos.
…………………………………………………………………………………………………...
Desafios :
U.S. P&C marketing spend continues to increase
Marketing spend for P&C carriers
Marketing spend, 2011
$ billions
$ millions
CAGR, 2002-11
5,9
Percent
5,1
4,1
4,3
4,2
3,4
3
2,4
1,7
2002
1,9
03
Source: A. M. Best
04
05
06
07
08
09
10
2011
GEICO
19
State Farm
15
Allstate
18
Farmers
17
Progressive
20
Liberty Mutual
18
Nationwide
19
American Family
16
Travelers
41
AIG
5
USAA
12
Desafios:
margins for agents
Relative profit margin by product line for a typical large agent
Percent
Auto
Book mix
(by policies in force)
Source: Agent Interviews
35%
Homeowners Specialty / other
35%
5%
Commercial
10%
Life
15%
Desafios:
Future agent models
Small, virtual agencies
(no physical office)
Small, niche, expertisedriven agents
Large multiline
agents
Leveraged or lowercost agencies
Traditional comercial
lines agents
Source: McKinsey Insurance Practice
Teams of specialized
agents
Travel agents: Still afloat
A little more than 10 years ago, the vast majority of airline tickets were booked through traditional travel
agencies.
Airline bookings through traditional travel agents
declined with the advent of internet booking tools.
100
100
2
100
100
47.000
3
22
34
The number of traditional travel agents dropped, but
those that remain are larger and more successful
Number of traditional
travel agencies¹
37
12
13
95
2000
Offline¹
50
2005
2010
50
2013F
¹ Includes traditional travel agencies (the majority), airline call centers and airport
sales.
Source: PhoCusWright; US Online Travel Overview reports
2011
Airline Web Site
Online travel agency
66
1999
14.000
1995
16
38.800
5,8
Air sales per location
$ million
Total Air Sales
$ billion
1,6
2,2
1995
2000
2011
73.0
83.5
82.1
¹ Airline Reporting Corporation (ARC) accredited agencies – those that are able
to issue air tickets
Source: PhoCusWright; US Online Travel Overview reports
The overall number of P&C insurance agents declined 10%
between 1995 and 2011
P&C
95.000
100.000
Travel
-10%
90.000
47.000
39.000
14.000
1995
Source: A. M. Best; 10K Reports; IIABA survey; PhoCusWright; ARC; ASTA.org
2000
2011
Desafios:
Market maturity analysis allows insurers to make initial assessments as to
which types of channels may be most effective in different markets
P&C distribution-channel
options
Channel potential by Market maturity profile
Nascent
Early Emerging
Late Emerging
Mature
Agents
• Independent
• Captive
• Employed
Bancassurance
Affinity and retail
• Affinity marketing
• Retail
Direct to consumer
• Call Center
• E-commerce
• Mobile
Brokers
•
Global brokers
•
Tier 2 and 3 brokers
High Potential
Source: PwC fs viewpoint, May 2013 edition
Medium Potential
Low Potential
Desafios:
Distribution forces analysis helps insurers dive into individual markets,
devising strategies adapted to local conditions with a high probability of
success
Channel
evolution
Source: PwC fs viewpoint, May 2013 edition
Channel
sophistication
A channel´s sophistication indicates its underlying capabilities. Disparate factors such as
rule of law, education, geography, and technology can impact sophistication.
Customer
culture
In some countries, certain patterns of customer behavior may persist. Types of interactions
that may seem antiquated in some countries may still be the norm in others.
Competitive
positioning
If competitive positioning imposes constraints on certain channels, then non-incumbent
players should seek or develop other viable channel options.
Regulation
Regulations establish constraints. Regulations may favor some channels and discourage
others, creating – or removing – opportunities for diferent players.
Foreign
Influence
Over time, foreign influence, such as heavy foreign direct investment from neighboring
countries, may bolster the use of channels that are favored in foreigners´ countries.
Technology
adoption
Adopting today´s technologies creates new opportunities that may rapidly impact the
channel landscape. New business models may topple current modes of distribution.
7. Conseguro: Distribuição de Seguros
Murilo Setti Riedel